Theme 1- BLACK BOX DEBATE
HRM & Performance- R. Peccei & van de Voorde (2014)
Goal= to examine 20 years of HR and what the developments have been + what still has to be looked
at.
concept meaning
HR practices Policies and practices in recruitment and
selection, training and development,
performance management, pay and benefits,
job design, participation, communication, job
security and employee wellbeing
Hpws= high performance work systems internally coherent and self-reinforcing set of
‘progressive’ HR practices in the areas of
selection, training, performance management,
rewards, job design, communication, that taken
together can be expected to make a positive
contribution to organizational performance.
Proximal organizational outcomes= operational absence, turnover, productivity and quality= hr
outcomes outcomes
Distal organizational outcomes accounting and market returns, and growth=
financial outcomes
Mutual gains Suggest that HRM has a positive effect on both
employee well-being and organizational
performance,
Conflicting outcomes HRM has positive effect on outcomes but at the
same time a negative effect on wellbeing
Empirical evidence: there is a strong positive relationship between HRM and performance BUT there
are some issues regarding
- the nature of both the hrm and performance constructs involved
- the actual processes and mechanisms that underpin the link between different aspects of
hrm and performance
- the existence of possible moderators of the hrm-performance relationship
- the different levels at which this relationship should be analyzed.
Hrm has evolved in different aspects
1. Hrm bundles and systems
Research has been focusing on specific bundles of Hr activities such as HPWS, high commitment
models and high involvement models while ignoring the general systems. This is however improved
right now. Hpws and amo are widely used.
2. Performance dimensions. The distinction between proximal and distal is important here.
- Organizational performance; operational outcomes and financial and market performance
central assumption= operational outcomes are mostly linked to HR practices (in comparison
to financial), in causal terms but there is no support for this since hr has an effect on the
whole performance so both operational and financial.
- Individual performance; before there was only research in organizational performance but
later on the wellbeing became more important. Investigated through hrm wellbeing
HRM & Performance- R. Peccei & van de Voorde (2014)
Goal= to examine 20 years of HR and what the developments have been + what still has to be looked
at.
concept meaning
HR practices Policies and practices in recruitment and
selection, training and development,
performance management, pay and benefits,
job design, participation, communication, job
security and employee wellbeing
Hpws= high performance work systems internally coherent and self-reinforcing set of
‘progressive’ HR practices in the areas of
selection, training, performance management,
rewards, job design, communication, that taken
together can be expected to make a positive
contribution to organizational performance.
Proximal organizational outcomes= operational absence, turnover, productivity and quality= hr
outcomes outcomes
Distal organizational outcomes accounting and market returns, and growth=
financial outcomes
Mutual gains Suggest that HRM has a positive effect on both
employee well-being and organizational
performance,
Conflicting outcomes HRM has positive effect on outcomes but at the
same time a negative effect on wellbeing
Empirical evidence: there is a strong positive relationship between HRM and performance BUT there
are some issues regarding
- the nature of both the hrm and performance constructs involved
- the actual processes and mechanisms that underpin the link between different aspects of
hrm and performance
- the existence of possible moderators of the hrm-performance relationship
- the different levels at which this relationship should be analyzed.
Hrm has evolved in different aspects
1. Hrm bundles and systems
Research has been focusing on specific bundles of Hr activities such as HPWS, high commitment
models and high involvement models while ignoring the general systems. This is however improved
right now. Hpws and amo are widely used.
2. Performance dimensions. The distinction between proximal and distal is important here.
- Organizational performance; operational outcomes and financial and market performance
central assumption= operational outcomes are mostly linked to HR practices (in comparison
to financial), in causal terms but there is no support for this since hr has an effect on the
whole performance so both operational and financial.
- Individual performance; before there was only research in organizational performance but
later on the wellbeing became more important. Investigated through hrm wellbeing
